Word of mouth is generated by surprise and delight (or anger). This is a function of the difference between what you promise and what you deliver (see clever MBA chart to the right--->).
The thing is, if you promise very little, you don't get a chance to deliver because I'll ignore you. And if you promise too much, you don't get a chance to deliver, because I won't believe you...
Hence the paradox. The more you promise, the less likely you are to achieve delight and the less likely you are to earn the trust to get the gig in the first place. Salespeople often want you to allow them to overpromise, because it gets them through the RFP. Marketers, if they're smart, will push you (the CEO) to underpromise, since that's where the word of mouth is going to come from.
I have worked with someone who is very good at the promising part. She enjoys it. And when the promises don't work out, she's always ready with the perfect excuse. This is a great strategy if you have a regular job and the excuses are really terrific, but if you need internal or external clients, it gets old pretty fast. It certainly doesn't lead to the sort of word of mouth one is eager to encounter.
Surgeons have this problem all the time. They promise a complete, pain-free recovery and work hard to build up a positive expectation, particularly for elective surgery. And the entire time you're in bed, in pain, unable to pee, all you can do is hate on the doctor.
This is one reason why recovering from failure is such a great opportunity. If you or your organization fail and then you pull out all the stops to recover or make good, the expectation/delivery gap is huge. You don't win because you did a good job, you win because you so dramatically exceeded expectations.
Post written by Seth Godin and sourced from http://sethgodin.typepad.com/seths_blog/
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What story do you tell yourself about yourself?
I know that marketers tell stories. We tell them to clients, prospects, bosses, suppliers, partners and voters. If the stories resonate and spread and seduce, then we succeed.
But what about the story you tell yourself?
Do you have an elevator pitch that reminds you that you're a struggling fraud, certain to be caught and destined to fail? Are you marketing a perspective and an attitude of generosity? When you talk to yourself, what do you say? Is anyone listening?
You've learned through experience that frequency works. That minds can be changed. That powerful stories have impact.
I guess, then, the challenge is to use those very same tools on yourself.
Post written by Seth Godin and sourced from http://sethgodin.typepad.com/seths_blog/
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isn't.
Post written by Seth Godin and sourced from http://sethgodin.typepad.com/seths_blog/
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There are two things we can get better at:
1. Getting accurate signals from the world. Right now, we take in information from many places, but we're not particularly focused on filtering the information that might be false, and more important, what might be missing.
2. Sorting and ranking information based on importance. We often make the mistake of ranking things as urgent, which aren't, or true, which are false, or knowable, when they're not.
Dealing successfully with times of change (like now) requires that you simultaneously broaden your reach, focus on what's important and aggressively ignore things that are both loud and false.
Easier said than done.
Post written by Seth Godin and sourced from http://sethgodin.typepad.com/seths_blog/
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Not all failures are the same. Here are five kinds, from frequency = good all the way to please-don't!
FAIL OFTEN: Ideas that challenge the status quo. Proposals. Brainstorms. Concepts that open doors.
FAIL FREQUENTLY: Prototypes. Spreadsheets. Sample ads and copy.
FAIL OCCASIONALLY: Working mockups. Playtesting sessions. Board meetings.
FAIL RARELY: Interactions with small groups of actual users and customers.
FAIL NEVER: Keeping promises to your constituents.
The thing is, in their rush to play it safe and then their urgency to salvage everything in the face of an emergency, most organizations do precisely the opposite. They throw their customers or their people under the bus ("we had no choice") but rarely take the pro-active steps necessary to fail quietly, and often, in private, in advance, when there's still time to make things better.
Better to have a difficult conversation now than a failed customer interaction later.
Post written by Seth Godin and sourced from http://sethgodin.typepad.com/seths_blog/
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